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marketing the core 3rd ed

Mentor Broad and Disciple Deep: How to Manage Your Leadership Investments

 

Mentor Broad and Disciple Deep: How to Manage Your Leadership Investments

You only have so many hours in a day to grow your business and lead your people. How wisely are you using this time? If you are like most business leaders, you struggle with doing all that you need to – and doing them well. This article will help you ensure that you are using your leadership time in a manner that will best benefit your business and your people. It is set up in practical format that explains the differences between mentoring and discipling and the purpose of each. First we will look at definitions of mentorship and discipling. Second, we will explore their purpose and application.

Definitions of Mentoring and Discipling

In order to utilize your leadership time effectively, it is important to understand the different approaches in leading and development. Generally, there are two formats that one may use to lead and develop followers: mentoring and discipling.

Mentoring

Basically put, mentoring is ‘the act of helping another learn’[1]. The goal of the activity is to help the mentee grow in a way that is organic to him or her. The mentor is eliciting the personal outgrowth of the mentee’s nature talents and abilities. Through the act of mentoring, the mentor acts as a sounding board for the mentee. The single most important aspect of mentoring is facilitating unrestricted growth of the follower. In contrast is the act of discipling, which has a completely different approach and outcome.

Discipling

The act of discipling is the act of conforming the disciple to the ways of instruction of the leader. The word disciple is derived from the Old English noun discipul and the late Latin discipulus[2]. Discipulus simply means pupil or apprentice[3] and shares its Latin stem with the word discipline or disciplina[4], which is to instruct or convey a body of knowledge. The purpose of discipling then, is to transfer the knowledge and contents of the leader into the follower or disciple.

As we compare and contrast the acts of mentoring and discipling we can see that there are minor similarities. With both there is a relationship established, with the leader assisting the follower in growth. The divergence lies in the purpose and outcome. In the case of mentoring, the mentor assists the follower in developing his or her natural talents and abilities and acts as a resource. Discipling on the other hand, is used to preserve and transfer accumulated knowledge to a sequential generation of follower. With the differences of both approaches, it is clear that a purposeful and strategic application must be pursued for the best results.

Purposeful Application

In considering the divergent purposes of each leadership approach we must consider what purpose we hope to achieve through our leadership. This next section will explore the purposeful application of each and how leading in the various formats can impact your organization.

Discipling for Preservation

In the book Built to Last, Jim Collins and Jerry Porras explore the habits and concepts that make organizations successful. One of the main concepts in their book is ‘preserve the core’ and ‘stimulate progress’[5]. The counterbalanced elements represent the importance of maintaining what made your organization successful and changing enough to stay successful in the future. In leadership terms, the concept of discipling is equivalent to ‘preserving the core’.

As an organizational leader you have formed a foundation that has made your organization successful. The hard work that you have put into finding a ‘formula for success’ should be preserved and carried on. This is where discipling comes into play. In developing this effort as a leader, one must be a model for others to follow. In the book The Leadership Challenge, this concept is called ‘Listen to the Masters’[6]. In the book, the authors cite that every one of the leaders they interviewed was influenced in a major way by one of more key ‘masters’[7]. They conformed who they were to model and reflect the leader whom they admired and had an affinity.

One of the greatest examples of a leader who created a discipling organization is Billy Graham. As a leader, he created an organization and a team that has ‘perpetuity’[8]. This longevity and replicable nature of his followers is not an accident. It is a distinct and fruitful byproduct of discipling. One of his first followers, Cliff Barrows said, that the Lord told him, “Do the music for Billy and whatever has to be done…”[9]. Cliff was moved to subordinate his own needs in this case and follow in a manner of discipleship.

As you consider discipling within your organization, think about who readily resembles the ‘core’ of your organization. Who are the future leaders that will carry on the traditions, culture, and practices that have brought your organization to this point? Now consider the other group – your thought leaders and progressives.

Mentoring for Progress

No matter how good an operation is or its market dominance, the pressure to generate progress is omnipresent. An organization’s ability to maintain its core while growing the outer fringes of future markets is critical to its future. Consider the dominance and decline of Microsoft as an example. The firm once held an unprecedented and seemingly insurmountable monopoly on end user computing. However, their over reliance on the ‘core’ blinded them to the market threats brought to bear by the internet. As a result, the Microsoft stock dove from an all time high of $57.63 in 1999 to its present state at $25.86[10]. Furthermore, the firm is struggling to buy its way into the market it missed through tendered acquisitions of Yahoo!. With the Microsoft’s leadership failing to generate progress, it lost considerable opportunity to beat Google to the internet market space (see Table 1).

Table 1[11]

As you consider your organization’s future, who do you see as the ‘thought leaders’ or ‘visionaries’? These are the individuals who should be targeted for mentorship. They possess qualities and thoughts that will help invite change within your organization. Consider the example of Bill Hybels, who is arguably one of the greatest organizational development practitioners. The church he founded, Willow Creak Association, includes an astounding 12,000 member churches[12]. As senior pastor for the association, he dedicates ten full days a year mentoring[13]. During this mentorship he keeps the format lose for exploration and acts as resource to his follower[14]. While his time investment may seem rather low, the use is strategic to developing the individual attributes of certain followers.

What Now?

As you consider your organization and your followers, set a vision for the future. Where do you want your organization to be in one year, five years, or ten? Identify your followers that will best preserve the ‘core’ of those ideas and the foundation of your organization. These are your organizational ‘anchors’ and your candidates for discipleship. Next, look for the ‘thought leaders’; those followers that generate new ideas and challenge the status quo. They are your ‘visionaries’ and the people that will move your organization where it needs to be for growth.

Since discipling is rather time intensive, consider employing ‘Pareto’s Principal’. Pareto advocated that nearly everything in the world can be split into a 20/80 format. For example, 20% of sales people in a sales force create 80% of the results. Since our main goal is to preserve a successful core, select 20% of your followers for discipleship and spend 80% of your development time discipling. Likewise, spend the other 20% of your development time mentoring the mentoring group. This will allow them to develop independently, yet with assistance when needed. As a word of caution, you must be sure to properly set the expectations of everyone involved. Not doing so may lead to hurt feelings and indictments of ‘favoritism’ from the mentoring group. Likewise, an improper fit into the discipling group may be viewed as ‘oppressive’ to others. Know your people and where they fit. Remember, the key is to mentor broad and disciple deep!

 

[1] Bell, C. (2002). Managers as Mentors: Building Partnerships for Learning, 2nd Ed. San Francisco: Berrett-Koehler Publishers, Inc.

 

[2] www.merriam-webster.com

 

[3] University of Notre Dame Latin Dictionary and Grammar Aid. http://archives.nd.edu/latgramm.htm

 

[4] University of Notre Dame Latin Dictionary and Grammar Aid. http://archives.nd.edu/latgramm.htm

 

[5] Collins, J. and Porras, J. (2002). Built to Last: Successful Habits of Visionary Companies. New York:HarperCollins

 

[6] Kouzes, J. and Posner, B. (2002). The Leadership Challenge, 3rd Ed. San Francisco, CA: Jossey-Bass.

 

[7] Kouzes, J. and Posner, B. (2002). The Leadership Challenge, 3rd Ed. San Francisco, CA: Jossey-Bass.

 

[8] Myra, H. and Shelley, M. (2005). The Leadership Secrets of Billy Graham. Grand Rapids, MI: Zondervan.

 

[9] Myra, H. and Shelley, M. (2005). The Leadership Secrets of Billy Graham. Grand Rapids, MI: Zondervan.

 

[10] http://finance.google.com, retrieved July 20, 2008.

 

[11] Adapted from data retrieved from http://finance.google.com. Retrieved July 20, 2008.

 

[12]Willow Creek Association, http://www.willowcreek.com/AboutUs/, retrieved July 21, 2008.

 

[13] Hybels, B. (2002). Courageous Leadership. Grand Rapids, MI: Zondervan.

 

[14] Hybels, B. (2002). Courageous Leadership. Grand Rapids, MI: Zondervan.

 

About the Author

D. Shawn Hussey is a doctoral student at Regent University’s School of Global Leadership & Entrepreneurship. He is the president and principal consultant for Valley Management Consulting, LLC in Salem, OR. His research interests include strategic leadership, generational leadership, and organizational sustainability and development. He may be contacted at www.valleymanagementconsulting.com.
E-mail: shawn.hussey@valleymanagementconsulting.com

marketing the core 3rd

Bioinformatics Markets

The life science informatics marketplace--known as bioinformatics--is set to expand as high-tech companies infiltrate this arena and biopharmaceutical companies incorporate key informatic solutions into their business strategies. This Publications believes that many of the segments of bioinformatics described in this report offer an unusual opportunity for accelerated expansion within the coming years. This study is arranged to provide an overview of bioinformatics market segments and offer evidence that these segments are poised for significant future growth. Each segment is accompanied by analysis and forecasts by product type and application. This analysis surveys the bioinformatics market and the latest information regarding emerging new products and industry trends. The study will quantify and qualify the bioinformatics market segments as an area of research, product development and investment. Forecasts of the bioinformatics market and an analysis of products in the worldwide information-processing market will provide a basis for understanding the significance of past developments and future possibilities within this market category.

Table of Contents :

1. Overview 8
1.1 Statement of Report 8
1.2 About this Report 8
1.3 Scope of this Report 10
1.4 Methodology 10
1.5 Executive Summary 11

2. Introduction 13
2.1 Global Bioinformatics Products Industry 14
2.2 Computers and Biology 15
2.3 Bioinformatics and the Internet 17
2.4 Company Evaluation Overview 17
2.5 Market Outlook 18
2.6 Competitive Structure 20
2.7 Applications of Bioinformatics 20
2.7.1 Medicine 20
2.7.2 Microbial Genomics 22
2.7.3 Agriculture 22
2.8 R&D 22
2.8.1 Allocation of R&D 23
2.8.2 Traditional Drug Discovery Process 24
2.8.3 Drug Discovery and Bioinformatics 26
2.8.4 Collaborative Agreements 27
2.9 The Human Genome Project (HGP) 27
2.9.1 Goals of the Human Genome Project 27
2.9.2 Benefits of the Human Genome Project 29
2.10 Barriers to Entry 29
2.11 Proteomics and Databases 30
2.11.1 Protein Database Standards 31
2.11.2 Future Trends 32

3. The U.S. Bioinformatics Market 33
3.1 Overview 33
3.2 Market Restraints and Drivers 35
3.2.1 Market Restraints 35
3.2.2 Market Drivers 36

4. Genomics 37
4.1 The Biotechnology Industry 37
4.2 The Development of a Genomics Market 39
4.2.1 Market Drivers 40
4.2.2 Market Restraints 40
4.2.3 Market Size and Growth Projections 40
4.2.4 The U.S. Genomics Market 40
4.3 Biochips and DNA Microarrays 40
4.3.1 Key Challenges 42
4.3.2 Freeware 42
4.3.3 New Tools 43
4.4 Bioinformatics 46
4.5 Disease Targets 46
4.6 Functional Genomics 47
4.7 Gene Sequencing 50
4.8 Gene Sequence Variation Detection 50
4.9 Comparative Genomics 51
4.10 Genome Database Arrays 51
4.11 High-throughput Genomics 53
4.11.1 High-throughput Technology 54
4.11.2 Lab on a Chip 54
4.12 Pharmacogenomics 55
4.13 Probe Arrays 57
4.13.1 Gene Expression Monitoring Arrays 57
4.13.2 DNA Analysis Arrays 59
4.14 Proteomics 60
4.15 Sequencing 61
4.16 Single Nucleotide Polymorphisms (SNPs) 61
4.17 Structural Genomics 63
4.18 Photolithography 63
4.19 Instrumentation 64

5. The Bioinformatics Industry 65
5.1 Definition and Role of Bioinformatics 65
5.1.1 Bioinformatics Sector Overview 66
5.1.2 The Future Status of Bioinformatics 67
5.1.3 Barriers to Growth 67
5.2 Types of Data and Bioinformatics Applications 67
5.2.1 Validated Core Modeling Technology 68
5.2.2 Broad Applicability 69
5.2.3 Data Management Compliant with Industry Standards 69
5.2.4 Open Architecture 69
5.2.5 Ease of Use 69
5.2.6 Increased Access 69
5.3 Functions of Bioinformatics Software 70
5.3.1 Data Management 70
5.3.2 Data Transformation 70
5.3.3 Data Collaboration 70
5.3.4 Interface for Online Data Sources 70
5.4 Target Markets for Informatics Software 71
5.5 Steps Involved in Bringing a Drug to Market 71
5.6 Costs Incurred in Developing a New Drug 72
5.7 Industry Drivers and Challenges 72
5.8 Industry Risks 74
5.9 Products of Bioinformatics 75
5.10 Bioinformatics Processes 76
5.11 Informatics Tools and Functionalities 76
5.11.1 Sequence to Structure 76
5.11.2 Lead Identification and Optimization 77
5.11.3 Development and Formulation 77
5.11.4 Improving Materials and Processes 77
5.11.5 Other Materials-Based Industries 78
5.12 Role of Bioinformatics in the Biotechnology Value Chain 78
5.13 Bioinformatics Market Segment 78
5.13.1 Databases 78
5.13.2 Hardware 80
5.13.3 Software 80
5.13.4 Bioinformatics Services 81
5.14 Bioinformatics Market Size 82
5.14.1 Sales and R&D 82
5.14.2 IT Budget 83
5.14.3 Projected Bioinformatics Market Size 84
5.15 Global Market Perspective 85

6. Bioinformatics Business 88
6.1 Bioinformatics Business Models 88
6.1.1 Changing Business Models 89
6.1.2 Competition for Pure Play Informatics Companies 91
6.1.3 Non-Profit Organizations 91
6.1.4 In-House Bioinformatics Solutions 91
6.1.5 Large IT Companies 91
6.2 Bioinformatics Target Disciplines 92
6.2.1 Comparative Genomics 92
6.2.2 Pharmacogenomics 92
6.2.3 Functional Genomics 92
6.2.4 Proteomics 93
6.2.5 Structural Genomics 94
6.2.6 Image Informatics 94
6.2.7 Clinical Trial Informatics 95
6.2.8 Cheminformatics 95
6.3 Bioinformatics Architecture 96
6.4 Bioinformatics Applications 97
6.4.1 Data Search Tools 97
6.4.2 Data Visualization Tools 97
6.4.3 Data Mining and Clustering 98
6.4.4 Enterprise Solutions 99
6.4.5 Data Warehousing 99
6.5 Evaluation of Bioinformatics Solutions 99
6.5.1 Requirements of Study 99
6.5.2 Shortlisting the Options 99
6.5.3 Scoring Patterns 100
6.5.4 Performance 101
6.5.5 Data Storage 101
6.5.6 Data Management in Drug Discovery 102
6.5.7 Key Issues in Bioinformatics Data Storage 102
6.6 Convergence of Industries 103
6.7 Proteins as a Driver 104
6.8 Current Bioinformatics Research 104
6.9 New Bioinformatics Modeling Algorithms 105
6.10 3D Modeling 105
6.11 Patenting Bioinformatics Algorithms 106
7. Recent Industry Activity 109
7.1 Collaborations and Acquisitions 109
7.2 Product Development and Launches 111

8. Corporate Profiles 114
8.1 Abbott Laboratories 114
8.2 Abgenix 114
8.3 Ablynx 115
8.4 Accelrys 115
8.5 Affimed Therapeutics 117
8.6 Affitech 118
8.7 Affymetrix 118
8.8 Agencourt Bioscience Corporation 119
8.9 Agensys 120
8.10 Agilent Technologies 120
8.11 Alexion Pharmaceuticals 121
8.12 AlgoNomics 121
8.13 ALLEZ Software 122
8.14 Amgen 123
8.15 Antisoma 124
8.16 Applied Biosystems 124
8.17 Arana Therapeutics 126
8.18 Ariadne Genomics 127
8.19 Array Genetics 127
8.20 Astellas Pharma 128
8.21 AstraZeneca 128
8.22 Automated Handling Systems 129
8.23 Avesthagen, Limited 130
8.24 Bioalma 130
8.25 BIOBASE Biological Databases 131
8.26 BioCarta 132
8.27 Biodatabases (AMITA Corporation) 132
8.28 BioDiscovery 133
8.29 Biogen Idec 133
8.30 BioInformatics 134
8.31 BioInformatics Services 135
8.32 BioInformatics Solutions 135
8.33 Biomax Informatics 136
8.34 BioServe Technologies 136
8.35 Biosiris 137
8.36 BioSoftSolutions 137
8.37 Biotique Systems 137
8.38 BioInvent International 138
8.39 Biosite Discovery 138
8.40 BioWa 139
8.41 BioWisdom 139
8.42 Bio-Xtal 140
8.43 Boehringer Ingelheim 140
8.44 Cambridge Antibody Technology Group 141
8.45 Capital Genomix 141
8.46 Celera Group 141
8.47 Cellectis 143
8.48 Cellomics 143
8.49 CeuticalSoft 144
8.50 Chemical Computing Group 145
8.51 Cimarron Software 145
8.52 CLONDIAG Chip Technologies 146
8.53 CodonCode Corporation 146
8.54 CompuDrug International 146
8.55 Compugen USA 147
8.56 Corimbia 148
8.57 Crucell 148
8.58 CSIRO Bioinformatics 149
8.59 CuraGen Corporation 149
8.60 CyberGene 151
8.61 Cytogen 151
8.62 Data Unlimited International 151
8.63 deCODE Genetics 151
8.64 Decodon 152
8.65 Deltagen 152
8.66 Digilab 153
8.67 DNA Software 154
8.68 DNAPrint Genomics 154
8.69 DNA Star 155
8.70 DxS 155
8.71 Dyax Corp. 156
8.72 Eisai 157
8.73 Elan Corporation 157
8.74 Electric Genetics Corporation 159
8.75 Elusys Therapeutics 160
8.76 Entagen 160
8.77 Entelos 160
8.78 Enzon Pharmaceuticals 161
8.79 Epigenomics 162
8.80 ePitope Informatics 163
8.81 EraGen Biosciences 163
8.82 European Bioinformatics Institute (EBI) Industry Programme 163
8.83 Evolutionary BioInformatics 164
8.84 Genamics 164
8.85 GeneData 164
8.86 Gene Logic 165
8.87 Genentech 167
8.88 Geneva Bioinformatics (GeneBio) 168
8.89 Genmab 169
8.90 GenOdyssee 170
8.91 Genolyze 170
8.92 Genomatica 171
8.93 GenomeQuest 171
8.94 Genomic Solutions 172
8.95 Genomining 173
8.96 Genovac 173
8.97 Genzyme 173
8.98 Geospiza 175
8.99 GlaxoSmithKline 176
8.100 Glycominds 176
8.101 Health Discovery Corporation 176
8.102 Hitachi Corporate Technology Group 178
8.103 IBM Life Sciences 178
8.104 ImClone Systems 179
8.105 ImmunoGen 180
8.106 Immunomedics 181
8.107 Improved Outcomes Software 183
8.108 INCOGEN 184
8.109 Incyte Corporation 184
8.110 Informagen 185
8.111 Ingenuity Systems 185
8.112 InNexus Biotechnology 186
8.113 Insilicos 186
8.114 Intrexon Corporation 186
8.115 Invitrogen Corporation 187
8.116 IO Informatics 188
8.117 Johnson & Johnson 188
8.118 LabVantage Solutions 190
8.119 Lexigen 190
8.120 Lifespan Biosciences 190
8.121 Lion Bioscience 190
8.122 MathEcology 191
8.123 Matrix Science 191
8.124 Medarex 191
8.125 Medicel 193
8.126 MedImmune 193
8.127 Merus 193
8.128 METabolic Explorer 194
8.129 Metahelix Life Sciences 194
8.130 Metalife 194
8.131 Micromet 195
8.132 Millennium Pharmaceuticals 195
8.133 Molecular Connections 196
8.134 Molecular Networks 196
8.135 Molecularware 196
8.136 MorphoSys 197
8.137 Nexus Genomics 197
8.138 Nonlinear Dynamics 197
8.139 Novartis 198
8.140 Ocimum Biosolutions 199
8.141 OmniViz 200
8.142 Partek 200
8.143 PDL BioPharma 201
8.144 Perlegen Sciences 203
8.145 Philogen 203
8.146 Philotec 204
8.147 Prokaria 204
8.148 Quantiom Bioinformatics 204
8.149 Relevant Software 205
8.150 Roche 205
8.151 Rosetta Inpharmatics 206
8.152 Sanofi-Aventis 207
8.153 SBI Science 209
8.154 Seascape Learning 209
8.155 Seattle Genetics 210
8.156 Scil Proteins 211
8.157 Simulations Plus 211
8.158 Spotfire 212
8.159 Strand Life Sciences 213
8.160 Sun Microsystems 214
8.161 Symphogen 215
8.162 Syngene 215
8.163 Tahoe Informatics 215
8.164 Tanox 215
8.165 3rd Millennium 216
8.166 ThromboGenics 216
8.167 Thomson Reuters 217
8.168 TIB MOLBIOL 217
8.169 Trion Pharma 217
8.170 Tripos 218
8.171 UBI Life Sciences 218
8.172 Viventia Biotech 219
8.173 VizX Labs 219
8.174 Wyeth 220
8.175 Xcellerex 220
8.176 Xencor 221
8.177 Xoma 221
8.178 Xpogen 223

INDEX OF FIGURES

Figure 4.1: Representation of Biotechnology Market, Geographically, 2008 38
Figure 5.1: Informatics Applications along the Drug-Discovery Value Chain 65
Figure 5.2: Functions of Bioinformatics Software in Research 65
Figure 5.3: EMBL Database Growth, 1995-2008 66
Figure 5.4: The Steps Involved in Bringing a Drug to Market 71
Figure 5.5: The Breakdown of Total Costs in New Drug Development, 2007 72
Figure 5.6: The Role of Bioinformatics in the Biotechnology Value Chain 78
Figure 5.7: Worldwide Pharmaceutical Sales and R&D Expenditures, 2000-2013 83
Figure 5.8: Worldwide Growth in IT Budget, 2000-2013 84
Figure 5.9: Worldwide Bioinformatics Market, 2000-2013 85
Figure 6.1: Steps of a Proteomics Experiment 94
Figure 6.2: Bioinformatics Architecture 96

INDEX OF TABLES

Table 2.1: Leading Biotechnology Companies 21
Table 2.2: Total of Domestic U.S. R&D, 2006-2013 24
Table 2.3: Global Biotechnology Market, 2007 24
Table 2.4: SIB Informatics Databases 31
Table 4.1: The U.S. Biotechnology Industry Size and Revenue, 2000-2007 37
Table 4.2: Global Biotechnology Industry Major Segments 39
Table 4.3: Genomics Sector Market Size, 2006-2013 40
Table 4.4: Total Biochip Market, 2007-2013 41
Table 4.5: Selected Competitors in the Biochip Market 41
Table 4.6: Biochip Microarray Products 41
Table 4.7: Bioinformatics Tools 46
Table 4.8: Functional Genomics Companies Building Advanced Integrated Platforms and Substantial Databases 49
Table 4.9: Companies Using New Genomic Tools 50
Table 4.10: Non-DNA–Based Chip Suppliers 51
Table 4.11: Robotics or “Lab-on-a-Chip” Market Sector 51
Table 4.12: Key High-throughput and Systemic Approaches in Genomic Analysis 53
Table 4.13: Pharmacogenomics Segment Players 56
Table 4.14: The Worldwide Market for Pharmacogenomics, 2006-2013 56
Table 4.15: Competitors in the SNP Genotyping Segment 63
Table 4.16: Scanning and Detection Technology Suppliers 64
Table 5.1: Data Sources and Bioinformatic Investigations 68
Table 5.2: Drivers and Challenges of the Bioinformatics Industry 73
Table 5.3: Bioinformatics Activities, Sub-Activities and Key Players 81
Table 5.4: Bioinformatics Market Size, 2006-2013 86
Table 5.5: Cheminformatics Market Size, 2006-2013 86
Table 5.6: In-silico Informatics Market Size, 2006-2013 86
Table 5.7: Bioinformatics Hardware and Systems Market Size, 2006-2013 87
Table 6.1: Alliances between IT/Telecom and Biotechnology Firms 103
Table 6.2: Types of Intellectual Property Protection for Bioinformatics Tools 108

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